Trenton Water Works Is Failing Its Residents
I have lived in Trenton for nearly twenty years. I am a committed taxpayer in one of the city’s highest-taxed neighborhoods, and like many residents, I have deep concerns about the future of Trenton Water Works (TWW). Yet I am, above all, solutions-driven. I was taught to rise above emotion, so I do not support the regionalization of this valuable Trenton asset.
The topic of regionalizing TWW is understandably emotional. It is tied to the safety of our families, the dignity of our neighborhoods, and the trustworthiness of our government. Still, emotion alone cannot guide us through the complexities of this decision. We must think clearly, critically, and compassionately to reach a resolution that serves all stakeholders.
Let’s be clear: there is more than enough blame to go around. These problems did not emerge overnight. From what I’ve been told and what history reveals, TWW’s operational and infrastructure issues have persisted across generations. To place the entirety of this burden at the feet of the current mayor is both shortsighted and disingenuous. However, as Chief Executive, the mayor holds a solemn responsibility to assemble the right talent, develop a strategic plan, and lay the foundation not just for transforming TWW, but for restoring confidence in the governance of Trenton itself.
Over time, science has evolved, people have evolved, and practices in quality, accountability, and systems thinking have advanced. Yet the structures and mindsets we rely on to solve our most complex challenges seem stuck in the past. That is a critical failure.
If we do not embed Process Quality, Systems Thinking and Systems of Accountability into the DNA of our municipal operations, we will be having this same conversation twenty years from now—perhaps with even more urgency and risk.
This is why I strongly recommend the establishment of a Cabinet-level Office of Quality within the City of Trenton. This office should report directly to the mayor and operate independently of politics and departmental silos. At a high level, the structure should include:
Director of Quality – A senior executive leader charged with driving a culture of operational excellence, data-driven decision-making, and continuous improvement across all city departments, including TWW.
Senior Process Improvement Leads (Six Sigma Black Belt) – Responsible for mapping processes, identifying inefficiencies, and leading strategic improvement initiatives using proven methodologies such as Lean Six Sigma.
Quality Assurance Leads (Green Belts) – Assigned to key departments like Water Works, Public Works, Finance, and Housing to implement quality metrics, monitor performance, and ensure adherence to standards.
This office would not be a bureaucratic layer, but a strategic driver of transparency, efficiency, and public trust. If the creation of such an office requires amending the City’s bylaws or charter, then let’s amend them. If governance rules stand in the way of innovation, they must be confronted and overcome. Trenton can no longer afford to let bureaucracy stall progress.
As someone with decades of leadership and management experience, I do not offer this recommendation lightly. I have built teams, transformed organizations, and driven innovation where stagnation was once the norm. I have been a disruptor when necessary, not for attention, but for results. Excuses are not acceptable. Innovation is not optional.
We can no longer afford to patch over broken systems with outdated thinking. This is mathematics. The people of Trenton—and our future generations—deserve better. Let’s be bold enough to provide it.
This Op-Ed is written by Trenton resident Gene Bouie
